Atomic Energy of Canada Limited CORPORATE PLAN SUMMARY TO

Atomic Energy of Canada Limited CORPORATE PLAN SUMMARY 2017-18 TO 2021-22

Table of Contents. 1 Executive Summary 2 Mandate 3 Corporate Profile 6 Operating Environment 11 Objectives and Plans 24 Annex A. Consolidated Financial Statements 30 Annex B. 2017-18 Operating Budget 32 Annex C. Capital Plan for 2017-18 35 Annex D. Corporate Governance Cover image: An instrumented CANDU fuel bundle is subjected to thermalhydraulic experiments. Wires serve to measure the temperature at different locations along the bundle.

Executive Summary 1 Executive Summary. As a federal Crown corporation, AECL has a mandate to enable nuclear science and technology and manage Canada s radioactive waste liabilities. Since 2015, AECL has been delivering its mandate through a Governmentowned, Contractor-operated model, whereby a private-sector organization, Canadian Nuclear Laboratories (CNL), is responsible for managing and operating AECL s sites on its behalf. AECL s operating model allows it to leverage the expertise and experience of the private sector to advance work and drive priorities in two main areas: 1) Decommissioning and Waste Management The objective is to safely and efficiently reduce the Government of Canada s radioactive waste liabilities by decontaminating and decommissioning infrastructure which is no longer necessary, remediating sites and safely storing and disposing of radioactive waste in a manner that protects the public, workers and the environment. This is done at AECL sites and other sites for which the government has accepted responsibility. 2) Nuclear Laboratories The objective is to enable CNL to leverage the capabilities at the Chalk River Laboratories, Canada s largest science and technology complex, in order to provide nuclear science and technology products and services to the Government of Canada and third parties. Key to this is the ongoing revitalization of the Chalk River Laboratories which is enabled by an $800 million investment in infrastructure to renew basic site infrastructure and science infrastructure over the next five years. The implementation of the Government-owned, Contractor-operated model presents an opportunity for AECL to drive transformation at CNL in order to increase efficiencies and effectiveness, reduce Canada s radioactive waste liabilities, and build a world-class nuclear science and technology campus at the Chalk River Laboratories which contributes to Canada s clean energy and innovation goals. This 2017-18 Corporate Plan presents AECL s vision for achieving these objectives, informed by long-term plans which have been prepared by CNL.

2 Mandate Mandate. AECL is a federal Crown corporation that has a mandate to enable nuclear science and technology and fulfill Canada s radioactive waste and decommissioning responsibilities. This work is undertaken at several sites across Canada, with headquarters in Chalk River, Ontario. The Chalk River site is AECL s main laboratory campus and Canada s largest research and development complex. This science campus boasts multiple highly-specialized and unique laboratory facilities, testing equipment and a large research reactor, the National Research Universal (NRU), all of which are used to leverage nuclear science and technology for peaceful purposes. Nuclear scientific activities undertaken at the Chalk River Laboratories have important applications that benefit Canada and Canadians in the areas of health, safety, security, energy, non-proliferation, environmental protection and emergency response. AECL also addresses Canada s radioactive waste and decommissioning responsibilities, which stem from decades of nuclear research and development activities and isotope production at the Chalk River Laboratories, the Whiteshell Laboratories in Manitoba, as well as other sites in Ontario and Quebec. AECL is responsible for the proper and safe clean-up, remediation and long-term management of the radioactive waste at its sites. AECL also oversees similar work at sites where the Government of Canada has assumed responsibility for the cleanup of historic, AECL Sites Across Canada low-level radioactive waste, for example as per agreements with the municipalities of Port Hope and Clarington, in Ontario. AECL receives federal funding to deliver on its mandate and reports to Parliament through the Minister of Natural Resources. It leverages the unique capabilities at its sites to support federal priorities in nuclear science and technology, and provides science and technology services to industry and other third parties on a commercial basis. Whiteshell Laboratories Gentilly-1 Chalk River & Nuclear Power Demonstration Reactor Douglas Point Port Hope Area Initiative / Low-level Radioactive Waste Management Office AECL delivers its mandate through longterm contracts with the private-sector for the management and operation of its sites. This operating model, known as a Government-owned, Contractor-operated (GoCo) model, is described further in the next section of this document and in Annex D

Corporate Profile 3 Corporate Profile. AECL has been leading nuclear science and technology for over six decades. The organization was the birthplace of Canada s nuclear industry, having hosted the first sustained criticality (controlled nuclear chain reaction) outside of the United States. More importantly, the Chalk River Laboratories were the birthplace of the CANDU reactor technology developed and commercialized by AECL s former CANDU Reactor Division, a technology that today is used at 19 reactors in Canada and 30 (CANDU or CANDU-derivatives) internationally. It also provided the research and facilities for breakthroughs in the application of medical isotopes, including cobalt-60. Work undertaken at the Chalk River Laboratories has led to numerous and important scientific achievements including two Nobel Prize winners. Over the years, AECL has played an important role in supporting public policy and in delivering programs for the Government of Canada. This includes the production of medical isotopes, the ongoing remediation of contaminated sites in the municipalities of Port Hope and Clarington in Ontario, the ongoing decommissioning and remediation of its own sites and facilities, as well as the provision of nuclear science and technology in the areas of energy, non-proliferation, emergency preparedness, counter-terrorism, health, and security. AECL s unique facilities have made it an attractive research destination for scientists across Canada and the world, leading to home-grown innovation and the development and retention of highly-qualified nuclear workers and scientists. Nuclear energy is a low greenhouse gas emitting technology Nuclear energy provides a reliable, baseload electricity that complements other clean and renewable energy sources. Nuclear energy s contribution to the stability and sustainability of the grid system, along with its contribution to low-carbon energy production, has been recognized internationally by the G-7, the International Energy Agency and the Intergovernmental Panel on Climate Change. In Canada alone, the nuclear industry generates $6 billion of gross domestic product, with 60,000 workers engaged in this industry. Canada s large and robust supply chain supplies both domestic and international markets and is a source of highly-qualified employment, most notably in Ontario. AECL s Operating Model Over the last few years, AECL has gone through a significant restructuring, the objectives of which were to reduce risks and costs to taxpayers. The outcome of this was twofold: 1) the assets of its CANDU Reactor Division were sold to Candu Energy Inc. (a wholly-owned subsidiary of SNC- Lavalin) in 2011; and 2) the management and operation of its nuclear laboratories, including its decommissioning responsibilities, moved to a GoCo model. Today, AECL is a small Crown corporation (approximately 40 employees). While the way AECL delivers on its responsibilities has changed, the organization s mandate remains essentially the same: to enable nuclear science and technology to support both the federal government and industry, and to manage Canada s radioactive waste and decommissioning liabilities. AECL s mandate is now delivered through a long-term contract with the private sector under a GoCo model. Under this model, while AECL retains ownership of the facilities, assets, intellectual property and liabilities, Canadian Nuclear Laboratories (CNL), a private-sector organization,

4 Corporate Profile manages AECL s sites and facilities on a day-to-day basis (details on this model are provided in Annex D). This model has been successfully used both in the United Kingdom and in the United States to bring private-sector rigour and efficiency in order to reduce risks and costs. Part of this important transformation at AECL has led to a reaffirmation by the federal government of the importance of the Chalk River Laboratories. Today, through the work of Canadian Nuclear Laboratories, AECL delivers on two key areas: 1. Nuclear science and technology, specifically in the area of nuclear energy, material science, health, emergency preparedness, safety, and the environment. This includes the renewal and revitalization of the Chalk River site, supported by a federal infrastructure investment of $800 million beginning in 2016-17. 2. Decommissioning and waste management, with a view to addressing legacy liabilities and making way for new infrastructure that will support the nuclear science and technology mission. AECL s role is to set priorities for CNL, oversee the contract and assess CNL s performance to ensure value for money for Canada. AECL acts as a smart buyer and plays a challenge function with a view to advancing its priorities in the most effective and efficient manner, while maintaining safety, security and the protection of the environment. AECL also continues to be responsible for the management of retained liabilities related to AECL s former CANDU Reactor Division (discontinued commercial operations). AECL accepts CNL s annual work plans, and CNL performance is then systematically monitored and assessed based on established performance measures. AECL relies on a small complement of international experts who bring significant experience in the management of similar arrangements, both from a government and a contractor perspective. The objective is for AECL to have the necessary expertise and capabilities to oversee the GoCo agreements In 2015, following the selection and play an appropriate oversight and challenge function in order to achieve value for money for the Canadian of Canadian National Energy government. Alliance, a consortium made up of CH2M HILL, WS Atkins, Fluor, SNC-Lavalin and Rolls-Royce, AECL moved from a Governmentowned, Government-operated model to a GoCo model.

Corporate Profile 5 As a small Crown corporation operating under a GoCo model, AECL focusses its efforts on overseeing CNL s activities in two main areas: 1. Decommissioning and Waste Management The objective is to safely and efficiently reduce the Government of Canada s radioactive waste liabilities, including associated risks to health, safety, security and the environment. The focus is on enabling CNL to significantly advance over time infrastructure decommissioning, site remediation and waste management for Canada. In previous years, these activities were funded and overseen by Natural Resources Canada through the Nuclear Legacy Liabilities Program, the Port Hope Area Initiative and the Low-level Radioactive Waste Management Office. Under the GoCo model, AECL is now directly responsible for all of the Government of Canada s radioactive waste management responsibilities, including those related to historic low-level waste for which the Government has accepted responsibility. AECL contracts out the work necessary to deliver on these responsibilities to CNL. 2. Nuclear Laboratories The objective is to support: (i) Canada s federal roles, responsibilities and priorities; (ii) commercial services for third parties; and, (iii) capital projects and other corporate activities at the nuclear laboratories. Work in this area includes the renewal and modernization of the Chalk River site to enhance CNL s ability to provide safe and world-class science and technology as well as other services for Canada and commercial clients.

6 Operating Environment Operating Environment. Assessment of 2016-17 Results The previous fiscal year, 2016-17, marked the first full operating year under the GoCo model. With this new beginning, AECL was focused on: Fostering a smooth transition for CNL s new management team Overseeing CNL s delivery of the short-term commitments laid out in its annual plan Overseeing CNL s long-term strategic planning Overall the 2016-17 year yielded positive results for AECL under the GoCo model. AECL fully assumed its oversight role and established processes and procedures both formal and informal to manage its contractual relationship with CNL and assess performance based on established milestones, targets and performance measures. CNL showed positive, early signs of the transformational change that was anticipated under the GoCo model. The performance measures presented in AECL s 2016-17 Corporate Plan are summarized below, with a particular emphasis on measures which were expected to be delivered during the 2016-17 fiscal year. DECOMMISSIONING AND WASTE MANAGEMENT Priorities Measures of Success for 2016-17 Results Waste management practices are transformed based on a strategic, integrated and cost-effective long-term vision for the management of AECL s liabilities The decommissioning and waste management program at the Chalk River site is accelerated to reduce AECL s liabilities CNL issues the first comprehensive Integrated Waste Strategy document by March 31, 2017 AECL s acceptance of CNL s 5- and 10- year plans for decommissioning and waste management by March 31, 2017 Waste management areas have new accommodation and dedicated crafts are assigned to projects by March 31, 2017 CNL engages stakeholders and the regulator in preparation for a near surface disposal facility Four structures associated with skyline changes at the Chalk River Laboratories are decommissioned as per CNL s Annual Program of Work and Budget and Performance Evaluation and Measurement Plan On Schedule On Schedule Currently behind schedule. Recent CNL efforts have shown marked progress, however the target is likely to be achieved slightly behind schedule On Schedule Ahead of schedule. More than 19 structures have been decommissioned as of the third quarter of 2016-17

Operating Environment 7 DECOMMISSIONING AND WASTE MANAGEMENT (continued) Priorities Measures of Success for 2016-17 Results The decommissioning and waste management program at the Chalk River site is accelerated to reduce AECL s liabilities (continued) The Port Hope Area Initiative is delivered efficiently and effectively in order to reduce AECL s liability Activities associated with the Low-level Radioactive Waste Management Office are delivered efficiently and effectively in order to address AECL s responsibility Operate Chalk River s Fuel Packaging and Storage Facility and transfer fuel from 10 tile holes in 2016-17 Contract awarded for the design and construction of the Stored Liquid Waste Cementation project by March 31, 2017 Port Hope waste water treatment plant declared in service Award contract for construction and operation of the Port Hope long-term waste management facility CNL completes preliminary historic low-level radioactive waste liability cost estimate for non-port Hope sites Ahead of schedule. Fuel transfers were completed for 25 tile holes The contract was not awarded; however the Stored Liquid Waste Cementation project remains on track following a change in strategy for the project On Schedule On Schedule On Schedule NUCLEAR LABORATORIES Priorities Measures of Success for 2016-17 Results Federal priorities are met on time and with a high standard of quality Grow commercial opportunities for the laboratories CNL transforms ongoing nuclear operations and prepares for the shutdown of the NRU while maintaining related experimental and production facilities in order to deliver research projects up to the March 2018 shutdown Management and operations (including nuclear operations) of CNL are transformed to enhance efficiency and reduce costs Research projects as set out in the Federal Nuclear Science and Technology Work Plan are delivered on time and with high quality Revenues from new customers is more than $10M High quality NRU Shutdown Transition Project Execution Plan developed and submitted to AECL by January 31, 2017 NRU operates at high power for at least 228 days during 2016-17 10% reduction in indirect costs in 2016 17 as measured against an agreed upon baseline established from 2015-16 actuals On schedule/target On Schedule/target On Schedule On Schedule On Schedule

8 Operating Environment NUCLEAR LABORATORIES (continued) Priorities Measures of Success for 2016-17 Results CNL s project and safety performance is improved CNL s company-wide security posture and performance is improved Improved health, safety, security and environmental performance relative to good industry practice Planned physical security upgrades, IT system upgrades are completed as per milestones established Annual reduction in security breaches (physical, cyber), reduction in reportable events to the regulator through annual CNSC performance ratings for CNL sites and CNSC ratings of major training exercises On Schedule. CNL has established industry standard statistical methods to establish baseline metrics to monitor progress towards good industry practice On Schedule/target On Schedule/target CNL delivers 5 and 10 year plans that integrate its vision for the site and enable a revitalization of the Chalk River Laboratories CNL delivers infrastructure projects in support of a longterm vision for the Chalk River Laboratories CNL delivers 5-year Strategic Plan and 10 year Plans * by September 2016 CNL delivers an integrated baseline across all missions through the Earned Value Management System by March 31, 2017. The integrated baseline is to be at maturity level III (as per the American National Standards Institute/Electronic Industries Alliance standard 748) CNL completes infrastructure projects on time and on budget, as set out in its annual plan Behind Schedule. Draft plans were delivered by target date and are expected to be finalized by March 31 2017 Behind Schedule. Efforts are underway to deliver an integrated baseline, however CNL is currently behind schedule On Schedule * The 10-year Plan is meant to be a high-level and strategic overview of the transformation over the next ten years. The 5-year plan is meant to be more precise as to work and activities required to achieve the transformation over the next five years. Both plans are meant to highlight how the decommissioning and waste management program will progress while continuing and growing the science and technology mission at CNL (i.e. how decommissioning and waste management can progress without impeding on the science and technology work), all the while revitalizing the Chalk River site through capital investments. Operating Considerations The governance model for AECL has changed significantly with the implementation of the GoCo model. The delivery of AECL s mandate and priorities through a long-term contract with the private sector has meant opportunities for significant transformation in the way its sites and facilities are managed. The arrival of Canadian National Energy Alliance as the new owner of CNL has meant that expertise from global, experienced firms is being brought to bear at CNL. This provides a powerful catalyst for transformation across all areas of CNL. Importantly, the GoCo model is allowing AECL to adopt a more prompt decommissioning approach by significantly advancing its radioactive waste and decommissioning activities over the next ten years, an approach which is now common amongst nuclear nations. International best practices show the importance of promptly addressing decommissioning objectives and identifying long term radioactive waste disposal solutions sooner in order to reduce risks. To that effect, AECL has been overseeing CNL s plans to build a proposed Near Surface Disposal Facility at the Chalk River Laboratories. This facility will serve as a final disposal site for a large volume of AECL s low-level radioactive waste, as well as other suitable waste streams. The licensing and construction of this facility is critical to CNL s decommissioning and waste management strategy.

Operating Environment 9 There is also a focus on the acceleration of the decommissioning and closure of the Whiteshell Laboratories and Nuclear Power Demonstration reactor (located in Manitoba and Ontario, respectively), with a view to reducing longterm costs and risks. AECL is placing an important focus on the renewal of the Chalk River Laboratories. The objective is to leverage existing and potential capabilities at the Laboratories, as well as significant investments in science and site supporting infrastructure, to revitalize the site and transform it into a world-class nuclear science campus. Part of this renewal will be enabled by the acceleration of decommissioning activities on site, allowing for old and often contaminated buildings to come down and making way for new, state-ofthe-art science facilities. A better alignment between internal capabilities at CNL and commercial drivers will allow CNL to grow third party revenues to both meet the current and future needs of industry, as well as maintain relevant and targeted expertise at the Chalk River Laboratories. Chalk River Laboratories Revitalization AECL s sphere of influence $800 million is being invested to renew the science and site supporting infrastructure at the Chalk River Laboratories. AECL s role under the GoCo model is to set strategic direction, oversee the contract and monitor/assess the performance of CNL relative to its contractual obligations. This includes leveraging the expertise and capabilities of CNL, including the new leadership brought to CNL by Canadian National Energy Alliance, to achieve priorities. This is a significantly different role than the one AECL has had for the past decades, where it had been directly responsible for all of the activities, including employees, at its sites and for directing the work to advance its missions. AECL s new oversight role is fundamentally to direct the what, and let CNL manage the how. Indeed, CNL, as the operator of the licenced nuclear facilities and employer of the workforce, is responsible for the day-to-day management of the sites and directly accountable for directing the work. Through the acceptance of CNL s annual plan, AECL can influence CNL s plans for alignment with AECL s priorities. AECL s role is to challenge CNL s plans to find the right balance between the level of activities that are necessary to achieve AECL s mandate and provide value for money for Canada. Risks and Opportunities With a new role comes new challenges and opportunities. AECL has put in place an approach to identify risks and mitigation strategies which includes quarterly reviews by its Executive Committee. The main risks identified in delivering on its mandate and its new role are presented below as based on the most recent review of risks by the organization. Contractual Risks The GoCo model represents a new structure that relies on the expertise brought about by Canadian National Energy Alliance as well as proper oversight by AECL to achieve value for money for Canada. The success of the model relies, in part, on the strength of the relationship established, the level of trust and confidence between the two organizations, as well as the proper level of oversight placed on CNL. As the contractual relationship matures, CNL and AECL will be looking to continue to establish work processes based on both contractual requirements and other formal and informal collaboration and communication needs. AECL will continue to work to ensure the right balance between placing sufficient oversight so that it has a line of sight into activities and can play a proper

10 Operating Environment challenge function, but not too onerous oversight such that unnecessary administrative requirements and processes result. Indeed AECL s role is to direct the what, not the how. To mitigate this risk, protocols and management processes have been established in an effort to ensure proper information is being shared at all levels and to facilitate oversight and collaboration, including a Contractor Assurance System (a system that allows the contractor to manage performance consistent with contractual requirements) and a standard-based Earned Valued Management System (a system to manage projects and track performance) which is available to AECL. AECL has also put in place plans, methods and processes to perform effective contract oversight. Internal Risks AECL s operational success, including the provision of effective contractual oversight, depends in large part on the organization s ability to retain its small workforce comprised of highly qualified and specialized employees. In particular, AECL has had to recruit international experts with experience in working under GoCo models in the United States and United Kingdom (where this model has been used specifically at nuclear sites) in order to have the right knowledge and competencies in place to help it implement the GoCo model. The retention of these international experts, along with the on-the-job training of other staff, continues to be critical to enable the organization to continue to sustain operations. CNL Project Risks AECL has identified several high-priority projects and is closely tracking CNL s progress in advancing the work. In all cases where AECL has identified such projects, closer oversight of projects is being applied. AECL s oversight includes the requirement that project plans appropriately reflect the identified risks and necessary mitigating actions, engaging with other stakeholders, as required, and monitoring performance. Opportunities Canada s expertise and experience in nuclear technology provide a unique commercial opportunity to bring small or very small modular reactor technology to bear. The application of this type of technology could serve a wide variety of potential customers, including the mining and gas industry. It could bring energy to northern, more remote communities, and it provides an opportunity for exports, as supported by our already strong nuclear supply chain. As one of the challenges facing Small Modular Reactors is the number of designs (there are currently over 100 different designs), AECL believes that expertise at the Chalk River Laboratories could be leveraged to advise both the government and commercial companies on the technology. The Chalk River Laboratories provide a site and the technology and the capabilities to help identify the best and most appropriate technology to meet Canada s domestic and export needs. CNL has identified an opportunity to play an important role in advancing Small Modular Reactors or very Small Modular Reactors, and is taking steps in 2017-18 to further explore this opportunity.

Objectives and Plans 11 Objectives and Plans. AECL is focused on leveraging the GoCo model to deliver on its mandate to enable nuclear science and technology and manage its decommissioning and waste management responsibilities. A key to delivering on this is the alignment of CNL s long-term plans with AECL s objectives, as well as the delivery of short-term commitments as per CNL s annual plan. Planned budgets for each of the priority areas are presented below. The Consolidated Financial Statements in Annex A provide additional financial details. Total AECL Federal Funding Requirements for the Planning Period (excluding Discontinued Operations) - Cash Net of revenues Plan $ Millions Actual 2015-16 Budget 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 5 Year Total Funding Requirements Decommissioning and Waste Management 235 403 511 666 700 609 541 3,026 Nuclear Laboratories 438 478 488 406 431 360 335 2,020 Total Funding Requirements AECL 673 882 999 1,072 1,131 969 875 5,046 Funded through Heavy Water Proceeds 49 55 33 16 10 10 10 78 Net Federal Funding Requirements AECL 624 827 966 1,055 1,122 959 865 4,968 Note: Minor Differences due to rounding. Decommissioning and Waste Management Priority: Fulfill Canada s Radioactive Waste and Decommissioning Responsibilities AECL carries a significant radioactive waste and decommissioning liability, which is the result of decades of nuclear activities at its sites. This liability represents the estimated costs of cleaning-up existing waste areas, as well as safely decontaminating, demolishing and disposing of contaminated buildings and facilities. AECL s objective is to address risks and hazards in order to reduce risks and costs for Canada in a safe manner, consistent with international best practices. AECL is also responsible for fulfilling Canada s responsibilities with respect to historic low-level waste at sites where the original owner no longer exists or another party cannot be held liable and for which the Government has accepted responsibility. This includes the clean-up and safe long-term management of historic, low-level radioactive waste in the municipalities of Port Hope and Clarington, in Ontario pursuant to an agreement with the municipalities.

12 Objectives and Plans The implementation of the GoCo model provides an opportunity for AECL to leverage the experience and expertise of the private-sector to optimize work and increase efficiencies and effectiveness, including taking action to address risks sooner and advancing the commissioning of waste disposal facilities. Such disposal facilities will allow radioactive waste to be safely and permanently disposed of, paving the way for necessary site remediation and building decommissioning. This, in turn, will reduce the long-term costs of maintenance and surveillance of existing buildings which are contaminated but no longer in use. As such, AECL will be relying on the international expertise brought by CNL to advance work with respect to decommissioning and waste management and aligning Canada with international best practices and reducing the Government s liability in a much shorter period of time than what had previously been planned. Work in this respect started immediately following the implementation of the GoCo model, and will be continuing for the planning period (2017-18 to 2021-22). Work will be focussed, and budget allocated and tracked, along five project areas: 1. General Decommissioning and Waste Management Captures all waste and decommissioning activities to address AECL s legacy waste at its Chalk River Laboratories and two other smaller sites, Gentilly-1 in Quebec and Douglas Point in Ontario. Activities for the planning period will mainly focus on the Chalk River Laboratories, where the majority of AECL s liabilities are located. AECL s priorities for the planning period will be twofold: 1) to oversee the continued transformation of CNL s decommissioning and waste management organization, with a focus on increased productivity and continued safety, security and protection of the environment; and 2) the advancement of key decommissioning and waste management activities at the Chalk River site, most notably CNL s proposal for the construction of a Near Surface Disposal Facility. Activities in this area include: Environmental restoration at the Chalk River site For more than 60 years, nuclear science and technology activities at the Chalk River site have led to the production of radioactive and other hazardous wastes. Such wastes have been carefully managed at dedicated areas, otherwise known as waste management areas. While the majority of the Chalk River site remains undisturbed, the waste management areas and other affected lands have been impacted to varying degrees. Remedial actions are required to ensure the long-term protection of human health and the environment. Activities in 2017-18 include developing a framework on cleanup criteria. This will be done in parallel with targeted remedial actions that will improve environmental conditions. That said, larger-scale cleanup will not begin until the Near Surface Disposal Facility is operational and can accept the anticipated wastes. Waste management and disposal at the Chalk River site As noted above, current radioactive waste is safely stored at the Chalk River site. However final disposal pathways must be developed for various types of wastes. As such CNL is proposing to build a Near Surface Disposal Facility for the permanent disposal of low-level radioactive waste as well as other suitable waste streams. Near surface disposal is an internationally-proven method of disposing of such wastes. The facility

Objectives and Plans 13 would allow for the permanent disposal of the vast majority of AECL wastes currently in interim storage, as well as waste which will be generated by future decommissioning activities and continued operations of the Chalk River Laboratories. This project is currently undergoing an Environmental Assessment, including engagement of local stakeholders and Aboriginal groups. CNL also continues to manage existing waste management facilities at the Chalk River site and is responsible for keeping existing waste storage facilities fit for service. Activities in 2017-18 include looking at solutions to manage existing and future volumes based on the anticipated operating date of the Near Surface Disposal Facility. In addition, CNL manages AECL s inventory of stored liquid waste. A project is in place to safely remove and process the legacy radioactive liquid wastes (240 cubic meters) from existing tanks at the Chalk River site and to decommission the tanks and associated structures. Decommissioning of buildings at the Chalk River site The Chalk River site includes multiple buildings which require decontamination, decommissioning and demolition. Most of these facilities and buildings are outdated, no longer needed to meet operational needs and contribute to high site costs through ongoing maintenance, footprint, energy consumption, etc. CNL will be removing buildings in order to make way for the Chalk River site revitalization and to reduce AECL s liabilities. In 2017-18 activities will be focused on demolition at a few key areas at the site; however large scale activities will largely commence when the Near Surface Disposal Facility is operational, providing that CNL secures all of the necessary approval for its construction. Management of used fuel and repatriation of highly-enriched uranium Highly enriched uranium originating in the United States has been used at the Chalk River site as reactor driver fuel and in the production of the key medical isotope molybdenum-99. As part of the Global Threat Reduction Initiative (an initiative which aims at reducing proliferation risks by consolidating highly-enriched uranium inventories in fewer locations around the world), AECL is working with the United States Department of Energy and CNL to return (repatriate) this material to the United States for conversion and reuse. This initiative provides for a safe, secure, timely and permanent solution to Canada s long-term management of this material. Any transportation of material is undertaken according to strict regulations, both in Canada and the United States. The highly-enriched uranium is transported in engineered casks that are specifically designed to contain contents under normal and abnormal situations. Furthermore, stringent security plans are in place. Finally, CNL continues to manage AECL s used fuel inventory. The Fuel Packaging and Storage facility is used to remove fuel from existing tile holes that show signs of corrosion and place it in an above-ground storage facility. In 2017-18, additional fuel and canisters from AECL s tile holes will be safely retrieved, transferred, remediated, repackaged, stored and monitored.

14 Objectives and Plans Measures of success include: Outcome Performance measure Target Waste management practices are transformed based on a strategic, integrated and cost-effective long-term vision for the management of AECL s liabilities The decommissioning and waste management program at the Chalk River site is accelerated to reduce AECL s liabilities CNL uses the first comprehensive Integrated Waste Strategy document to drive delivery of decommissioning and waste management goals Manage interim low-level radioactive waste storage capacity CNL designs, plans, seeks appropriate support and approvals and builds a near surface disposal facility Milestones associated with skyline changes at the Chalk River Laboratories are met as per CNL s Annual Plan Repatriation of highly-enriched uranium: fuel rods and target residue material are repatriated to the US Operate Fuel Packaging and Storage Facility and transfer fuel from tile holes (Chalk River site) Stored Liquid Wastes are appropriately and safely handled 2017-18 to 2019-20: High priority characterization needs are identified and undertaken 2017-18: Develop low-level radioactive waste storage capacity (so as not to limit facilities decommissioning objectives before the Near Surface Disposal Facility becomes operational) 2017-18: Regulatory approval to begin construction received and construction contract awarded 2020-21: First waste emplacement Demolition of structures, systems and components 2017-22: Approximately 65 structures 2021-22: Target residue material shipments completed* 2021-22: Fuel rods shipments completed 2021-22: Complete transfer of fuel from targeted tile holes to the Fuel Packaging and Storage Facility 2023-24: Liquid processing complete 2025-26: Tanks decommissioned * In the 2016-17 Corporate Plan Summary, the target for completion of the shipment of target-residue material had been presented as being in 2019. The repatriation of this material (liquid highly-enriched uranium) has been delayed due to the United States Department of Energy having voluntarily halted shipments in order to address litigation. Assuming that shipments can start in 2017-18, the current target is based on the US site ability to receive and process shipments.

Objectives and Plans 15 2. Port Hope Area Initiative The Port Hope Area Initiative represents Canada s commitment to clean up and safely manage historic low-level radioactive waste situated in the municipalities of Port Hope and Clarington. The objective is to safely manage roughly 1.7 million cubic metres of historic low-level radioactive waste and contaminated soils. Modern facilities for the long-term management of the wastes are being constructed and will receive waste from existing waste management facilities, as well as other wastes which are dispersed in the local area. Focus for the 2017-18 fiscal year will be placed on local survey and remediation work and the operationalization of the two long-term waste management facilities (Port Hope Long-Term Waste Management Facility and Port Granby Long-Term Waste Management Facility). Measures of success include: Outcome Performance measure Target The Port Hope Area Initiative is delivered efficiently and effectively in order to reduce AECL s liability Port Hope Area Initiative milestones are completed on or ahead of schedule 2017-18: Port Hope Long Term Waste Management Facility ready to receive offsite waste 2019-20: Port Hope and Port Granby Long-Term Waste Management Facilities operational and major sites remediation completed 2022: Port Granby project complete and in long-term surveillance 3. Low-level Radioactive Waste Management Office Includes all activities for which the Government has assumed responsibility (excluding the Port Hope Area Initiative) and which are required to address and manage the cleanup of historic low-level radioactive waste at sites in Canada. This includes ongoing interim waste management and remediation projects across Canada. In 2017-18, AECL will be working with local communities and CNL to find safe, suitable, cost-effective and accepted solutions for waste disposal. Measures of success include: Outcome Performance measure Target Activities associated with the Low-level Radioactive Waste Management Office are delivered efficiently and effectively in order to address AECL s responsibility AECL engages with local stakeholders with a view to reaching an agreement for final re-use or disposal of Northern Transportation Route soils To be determined based on discussions with stakeholders

16 Objectives and Plans 4. Target-cost project for the closure of the Nuclear Power Demonstration reactor site Captures the activities to decommission the Nuclear Power Demonstration facility located in Rolphton, Ontario. CNL is proposing to decommission the reactor in situ (i.e. leave it in place). This approach, which involves sealing the below grade structure (including the reactor vessel and systems and components) by grouting it in place, is a decommissioning solution which has been used previously in the United States. The structure will then be capped with concrete and covered with an engineered barrier. In-situ decommissioning will isolate the contaminated systems and components inside the below grade structure. This will allow for continued radioactive decay and minimize hazards to workers and the environment that would be presented through alternative approaches, for example by cutting, removing and transportating the materials off site. CNL has started preliminary engagement of the regulator and stakeholders on this proposal; in 2017-18 CNL will be advancing its proposal and safety case with local stakeholders and the Canadian Nuclear Safety Commission. Measures of success include: Outcome Performance measure Target The Nuclear Power Demonstration reactor is successfully decommissioned and the site is closed in order to reduce AECL s liability CNL submits application for a licence September 2017 CNL s stakeholder engagement leads to the acceptance of the environmental assessment and the issuance of a licence for in situ disposal April 2019 Canadian Nuclear Safety Commission issues licence to abandon or otherwise accepts as completed all active decommissioning and waste management activities, with only long-term care activities remaining 2021 5. Target-cost project for the closure of the Whiteshell Laboratories Includes all activities to decommission and close the Whiteshell Laboratories site located in Pinawa, Manitoba. The Whiteshell site is the second largest of AECL s sites operated by CNL. It was established by the Government of Canada in 1963 as an AECL research laboratory. The focus of research was on the largest organically cooled, heavy water moderated nuclear reactor in the world, the WR-1. Facilities also included a SLOWPOKE reactor as well as shielded hot cell facilities and other nuclear research laboratories. The site also includes a radioactive waste management area which serves to provide interim storage of radioactive waste for the Whiteshell site which was created as a result of the operations of the research reactor and nuclear laboratories. In 1998, the Government announced the closure of the Whiteshell Laboratories, and decommissioning activities have been underway since then. With the implementation of the GoCo model, CNL has proposed to accelerate and complete the decommissioning of the site by 2024. In particular, CNL is proposing to decommission the research reactor in situ (i.e. leave it in place). Similar to the proposal for the Nuclear Power Demonstration reactor discussed above, this approach, which involves sealing the below grade structure (including the reactor vessel and systems and components) by grouting it in place, is a decommissioning solution which has been used previously in the United States. The structure will then be capped with concrete and covered with an engineered barrier. In-situ decommissioning will isolate the contaminated systems and components inside the below grade

Objectives and Plans 17 structure. This will allow for continued radioactive decay and minimize hazards to workers and the environment that would be presented through alternative approaches, for example by cutting, removing and transportating the materials off site. CNL has started preliminary engagement of the regulator and stakeholders on this proposal; in 2017-18 CNL will be advancing its proposal and safety case with local stakeholders and the regulator. Measures of success include: Outcome Performance measure Target The Whiteshell Laboratories site is successfully decommissioned and the site is closed in order to reduce AECL s liability Canadian Nuclear Safety Commission issues licence renewal to continue site decommissioning CNL s stakeholder engagement leads to the acceptance of the revised environmental assessment which allows for in situ disposal of the WR-1 reactor Waste retrieval completed for all the standpipes in the waste management area 2018 2019 2022 All High Level Waste/Fuel removed and transported to the Chalk River Laboratories 2022 Canadian Nuclear Safety Commission issues licence to abandon or otherwise accepts as completed all active decommissioning and waste management activities, with only long-term care activities remaining 2024 In addition, CNL will continue to provide services to third parties for the handling, storage and disposal of radioactive waste, for example waste from hospitals and universities. These activities are delivered on a full cost-recovery basis and do not require government funding. The budget related to the priority Fulfill Canada s Radioactive Waste and Decommissioning Responsibilities is as follows: Decommissioning and Waste Management Five-Year Projection of Funding Requirements - Cash Plan $ Millions Actual 2015-16 Budget 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 5 Year Total Decommissioning and Waste Management Total Decommissioning and Waste Management 236 404 512 667 701 610 542 3,031 Revenue 1 1 1 1 1 1 1 5 Federal Funding Requirement 235 403 511 666 700 609 541 3,026 Note: Minor Differences due to rounding.

18 Objectives and Plans Nuclear Laboratories Priority: Grow CNL s Science and Technology Stature The objective is to provide nuclear science and technology in order to sustain and develop Canada s capabilities in a cost-effective manner. CNL will focus activities under two streams: 1) delivering the Federal Nuclear Science and Technology Work Plan, and 2) providing technical services and research and development for third parties on a commercial basis. CNL will also operate the National Research Universal reactor until March 31, 2018, as announced by the Government in February 2015. In the near term, AECL will be focussing on the effective and efficient delivery of nuclear science and technology services by CNL. AECL will also look to CNL to leverage partnerships and collaboration with academia, government, industry and the scientific community to maintain the profile and relevance of the laboratories. In particular, linkages with international partners such as the US, China and India, will be strengthened. CNL has developed a long-term plan outlining its strategic approach to delivering an integrated, effective, project-based and customerfocused science and technology mission that serves the needs of the federal government as well as those of external customers. The acceptance of the proposed Near Surface Disposal Facility will enable CNL to accelerate the decommissioning and demolition of old and outdated buildings (the Near Surface Disposal Facility will provide a safe location for disposing of contaminated materials), thereby making way for new and state-of-theart science facilities that will contribute to a thriving science CNL will also take full advantage of the New Technology Initiatives Fund to explore new ideas and leverage capabilities. The New Technology Initiatives Fund was set up to allow CNL to undertake science and technology activities to build expertise and capability at the Chalk River Laboratories, with a long-term view to attracting and retaining world-class expertise and building skills and knowledge that is anticipated to be needed for future or emerging opportunities. Consistent with similar program at national laboratories around the world, providing funding to support work that may be at very early stages, peripheral to current research priorities, high risk, or exploratory, is expected to promote innovative thinking, reward initiative, and balance near-term priorities with long-term vision. The execution of CNL s integrated, long-term, capital plan will be critical in providing the facilities that will be key to the revitalization of the Chalk River site and the long-term success of the science and technology mission. and technology focus at the Chalk River Laboratories.

Objectives and Plans 19 1. Federal Nuclear Science and Technology Work Plan AECL continues to oversee the delivery of the Federal Nuclear Science and Technology Work Plan in order to support the Government s priorities and core responsibilities in areas such as nuclear safety, security, non proliferation, counter-terrorism, energy, health, environmental protection, and emergency response. AECL has engaged with federal departments and agencies to develop a program of work that meets broad federal needs and priorities while ensuring value for money for Canada. AECL s Federal Nuclear Science and Technology Work Plan focuses on five research themes and activities: 1) Supporting the development of biological applications and understanding the implications of radiation on living things. 2) Enhancing national and global security by supporting non-proliferation and counter-terrorism. 3) Nuclear preparedness and emergency response. 4) Supporting safe, secure and responsible use and development of nuclear technologies. 5) Supporting environmental stewardship and radioactive waste management. In 2016-17, the federal interdepartmental committees, representing 14 departments and agencies, worked with CNL on developing medium- and long-term priorities for work at the Chalk River Laboratories. Federal nuclear science and technology priorities were identified in all five theme areas and include: understanding the biological effects of low-dose radiation to inform regulation and policy; enhancing Canada s nuclear forensics capability; improving models to inform nuclear emergency response in Canada; advancing the next generation of nuclear technologies; and improving techniques for characterizing and treating radioactive waste. This work will support the Government s priorities in the areas of climate change and a clean environment; informed, science-based policy decision making; innovation for economic growth, and prosperity; and the health, safety and security of Canadians. Work in 2017-18 and over the planning period (to 2021-22) is consistent with and responsive to AECL s strategic priorities. Work in the near term includes: research to support the potential deployment of Small Modular Reactors in Canada, research to support new alpha therapies for cancer treatment, and developing cyber security technologies for industrial control systems used in nuclear power plants and other critical energy infrastructure. Also of note is the research and development work on the effect of radiation on material and nuclear fuels, to take advantage of the NRU prior to its planned shutdown in March 2018. As in 2016-17, the measures of success are related to meeting federal priorities through delivering on milestones and targets set out in CNL s annual plan. Measures of success include: Outcome Performance measure Target Federal priorities are met on time and with a high standard of quality Research projects as set out in the Federal Nuclear Science and Technology Work Plan are delivered on time and with high quality Impact of science and technology based on feedback from federal customers As per milestones and targets included in CNL s annual plan Based on project reviews and assessment or other documents produced by government